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What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What

What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What

ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What




ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

what ways are you servicing your business customers in the increasingly regulated banking industry? • What

Banking & Finance Outlook

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2014

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what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In


What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What






what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In



























What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In






What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and con-sumers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In what ways are you servicing your business customers in the increasingly regulated banking industry? • What is your outlook on the interest rate environment and how a rise or fall might aff ect businesses and consum-ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In ers? • What is the outlook for the industry and how will having fewer players impact the landscape? • In

2014 Banking and Finance OutlOOk november 25, 2013www.sdbj.comPage a18

Chris Grassa Senior Vice President Manager, East County Market Torrey Pines Bank

Karen Brassfield Chief Banking Officer Silvergate Bank

Jim Horton Senior Vice President & San Diego Regional ManagerAmericanWest Bank

What is your outlook on the interest rate environment

and how a rise or fall might affect businesses and consumers?

Chris Grassa Senior Vice President Manager, East County Market Torrey Pines Bank In the short term I expect the interest rate environ-ment to remain relatively unchanged, particularly if the Federal Reserve continues to delay its tapering of quantitative easing. I think the economy is already showing signs of growth and will begin to expand at a more robust rate causing a modest increase in rates. Ris-ing rates will benefit those who rely on interest income. However, businesses and consumers who borrow would have to cope with relative higher borrowing costs. Ide-ally, with an expanding economy, business and personal income should grow at a greater pace which may offset increased borrowing impact.

Jim HortonSenior Vice President & Regional Manager AmericanWest BankInto 2014 we anticipate short-term interest rates will be modest but the yield curve will get steeper because long-term rates will start to rise. On the consumer side, mortgage rates will likely rise but still be considered historically low. We think it will continue to be great news for local business owners, as the cost to borrow will remain low on short term basis. Beyond basic value, this is good for business owners because it provides the luxury of choosing a bank for reasons other than rate.

I often remind businesses they’re in the driver’s seat. It’s key to work with a banker who truly knows your business. Your banker should be a trusted advisor and a resource year-round, not just when your loan or line is up for renewal. Overall, we believe growth will be low to moderate so it shouldn’t impact businesses. In fact, the overall slow growth of the economy will have a greater impact on businesses than interest rates.

Karen Brassfield Chief Banking Officer Silvergate BankOur outlook is that interest rates will definitely rise, we just don’t know when. Right now, even though rates are very low, we are seeing low business loan demand and low demand for mortgage loans. This year mortgage rates rose somewhat just in anticipation of increasing rates. With that increase, we saw the refinance market dry up. Whenever rates do rise, we expect loan demand for business loans and mortgage loans to slow further. The good news for businesses is that the banks will continue to compete for loans and this should keep fees, rates and terms priced aggressively in favor of the borrower.

1

In recent times the business of banking has changed faster than

the Dow has risen and fallen. New regulations and compliance protocols are reinventing the way banks and financial institutions approach their day-to-day practices. Technology has

opened a new world of opportunity, bringing financial information instantaneously to consumers on their laptops, tablets and phones that has translated into more efficiencies in the

entire process. We asked three top banking executives for their impressions of what the year

ahead will bring in terms of financial trends and new innovations that will enhance the banker- client relationship.

Q & A Roundtable

continued on page A20

November 25, 2013 www.sdbj.com Page A19 2014 BANKING AND FINANCE OUTLOOK

TORREYPINESBANK.COM

At Torrey Pines Bank we value our clients and want

to express our appreciation for your business,

loyalty and trust you have placed in us. You have

been instrumental in nurturing our growth.

WE SALUTE YOUWith this message of thanks.

As we usher in a new holiday season we wish our

business partners and you the happiest of holidays,

filled with friends, family, good health and prosperity.

GROWTH.BECAUSE OF YOU.

GARY CADYCEO

JOHN MAGUIREPRESIDENT/COO

CARMEL VALLEYTom Woolway

DOWNTOWN SAN DIEGORobert McNamara

CARLSBADDon Schempp

CARMEL VALLEY PRIVATE BANKINGTeofla Rich

GOLDEN TRIANGLEBurt Brigida

KEARNY MESAVince Kingsley

LA MESAChris Grassa

SYMPHONY TOWERSFrancesca Castagnola

2014 BANKING AND FINANCE OUTLOOK November 25, 2013www.sdbj.comPage A20

With a shrinking number of banks, what is the outlook for

the industry and how will having fewer players impact the landscape?

Chris GrassaSenior Vice PresidentManager, East County MarketTorrey Pines BankThe population of U.S. banks has rapidly declined over the past three years to below 7,000, an 11.4 percent drop since 2010. A key factor in the decline is the lack of startups. No new banks have opened since mid-2011 and only 23 have started operation since 2008. The lack of start-ups is attributable to a weaker demand for loans, competition, rising compliance and technol-ogy costs, higher capital requirements, and recruiting capable management teams who can run the bank while making some money at it.

A key problem with this situation is that many commu-nity banks (banks with less than $1 billion of assets) are disappearing. Almost 95 percent of all U.S. banks are community banks, many of which are the only bank-ing options in the communities they serve. Community banks are a vital part of the U.S. economy yet are being compressed out of existence.

As the banking industry continues to shrink there is an opportunity for high quality organizations like Torrey Pines not only to survive, but prosper by recruiting talented bankers and providing unsurpassed personal service. Smart organizations find opportunities to grow even during difficult times.

Jim HortonSenior Vice President & Regional ManagerAmericanWest BankFirst, it’s important to know that we have substantially more banks per capita than any country in the world. Having said that, it’s true that the impact of economic challenges in recent years and the subsequent plethora of banking regulations are prompting consolidation in our industry.

Among shrinking margins and other challenges, regula-tory costs make it nearly cost-prohibitive. Small and medium-size banks could be looking to merge to achieve economies of scale (i.e. to cover costs of Dodd Frank, BASEL III, etc.). However, there always will be a place for community banks. We’ve historically been the primary lender for local small businesses and well-capi-talized banks, like AmericanWest, are actively lending to continue filling that role.

Also, community banks willingly subscribe to a business model that includes a high-level of customer service, despite it being a more expensive model to operate. At AmericanWest, we believe our clients deserve one-to-one consultations with bankers who truly know and understand their business and partner with them to create solutions so they reach their financial goals. That’s a community banker.

Karen BrassfieldChief Banking OfficerSilvergate BankThe shrinking number of banks is occurring primarily among the smaller banks as they are acquired. This is driving consumers and business into the larger banks, unfortunately translating into more fees being charged, less personalized service and fewer customized products for businesses. So for those consumers and businesses who want personal attention and customized products and services, the choice is usually a locally-owned com-munity bank, and the choices have decreased in number. This is certainly positive for a bank like Silvergate Bank, which caters to small business. Our local decision-mak-ing and focus on innovation allows businesses to benefit from customized products and services, lower fees and a personal, relationship-based approach from a team that understands small business.

Q & A Roundtable

2

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Join the San Diego Business Journal and a panel of regional experts for a look at what’s in store for San Diego in 2014. This special event will focus on the major trends and headlines in 2013 and the industry indicators for 2014. Don’t miss this landmark event and your chance to get the inside scoop.

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continued on page A23

continued from page A18

November 25, 2013 www.sdbj.com Page A21 2014 BANkiNg ANd FiNANce OutlOOk

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2014 Banking and Finance OutlOOk november 25, 2013www.sdbj.comPage a22

California’s economy has always been subject to the ups and downs of economic cycles—and the local San Diego economy is no exception. Certainly, the downturn we experienced in the aftermath of the 2008 financial crisis was exceedingly severe. But as I see it, the San Diego economy has rebounded strongly over the past year—a trend I expect will continue into 2014.

In fact, according to the Center for Real Estate at the University of San Diego, the University’s index of leading economic indicators for the San Diego region continues to grow as the economy recovers. The latest data shows that this widely followed index now stands at 127.9. That is its highest reading since the recession started in 2008 and has climbed to a level much higher than the low of 100.7 reached in early 2009.

So as the economy continues to recover, what is the outlook for the local banking sector in 2014? I see three trends emerging:

Meeting the Need for More Capital In a survey that California Bank & Trust conducted earlier this year, we found that while businesses remain committed to creating jobs and growing their businesses, entrepreneurs are still concerned about access to the capital they need to meet those goals.

Yes, it’s certainly been a challenge to raise capital in recent years, but as the economy recovers, we’ve noticed that more businesses have improved their balance sheets, making it possible for banks to fund more loans in recent months. In today’s climate there seems be a demand for capital to meet many different goals. These include raising working capital, acquiring new businesses, purchasing commercial real estate, refinancing existing debt, and more—either through traditional financing or through Small Business Administration loans.

We are certainly finding many more opportunities to lend—a trend I expect will continue into the new year. In fact, we are already noticing more pricing pressure, which is an indication that more banks are willing to provide access to capital and demonstrates the local economy is getting healthier.

I anticipate that local and regional banks such as California Bank & Trust will be well positioned to meet much of this demand because we know our customers and have a deeper understanding of the unique challenges of doing business in the San Diego area.

A Deeper Focus on Banking Relationships In the survey we conducted earlier this year, we noticed an interesting trend. It showed that half of California businesses rely on their banking relationships—not just individual banking services—to help them successfully meet their business goals.

San Diego Outlook for 2014: A Growing Region Needing Capital and Expanded Banking Services

I expect that banks throughout the region, including our own, will continue to emphasize relation-ship-based banking as a cornerstone of helping entrepreneurs successfully navigate many different business challenges. To meet these needs, banks will continue to provide seasoned expertise in such diverse areas as cash management, business financing, commercial real estate, wealth management, international banking, and more.

When it comes to finance and your business, the relationship you build with your bank and banker is a major key to your success. That’s why we take pride in our professional expertise and dedica-tion to building strong client relationships that best embodies our spirit of serving local San Diego businesses.

New Technologies to Improve Business Banking Only a few short years ago, few bankers could have envisioned how new technologies such as smart phones and tablets would change the relationship between bankers and their customers. Today, new technologies and apps make it possible for businesses to streamline their operations as never before.

Even customers who bank on more traditional PCs have access to a wider range of technolo-gies to better manage cash flow, track account activity, help prevent fraud and execute transac-tions more quickly.

These technologies help business owners and their teams spend more time focused on meeting strategic business goals and much less time dealing with routine banking matters. I expect to see continued innovation and improvements to these technologies as banks introduce even more mobile and traditional tools that enhance business operations and processes.

Above all, remember that banking relationships are critical to the success of any business. By keeping the lines of communication open and building a mutually trusting relationship, your banker can help you to grow and prosper in 2014 and beyond.

Submitted by California Bank & Trust By Tory Nixon Executive Vice President and San Diego Division President California Bank & Trust

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In what ways are you servicing your

business customers in the increasingly regulated banking industry?

Chris GrassaSenior Vice PresidentManager, East County MarketTorrey Pines BankRegardless of regulatory or industry changes my approach remains as con-sistent with clients as it has been for the last 15 years. Providing a high level of customer service starts with inform-ing clients of (pending) changes in the banking environment so that there are NO surprises when issues may arise. Constant communication, both good and bad, is of the utmost importance when dealing with customers. Transparency is one of the greatest gifts I can offer my clients and honest answers will almost always strengthen a banker-customer relationship.

Jim HortonSenior Vice President & Regional ManagerAmericanWest BankWe operate in a heavily regulated industry; however, we work hard to ensure the increasing impact of regulation never encroaches on the service we provide our customers. It’s important to us that we find solutions that enable us to continue providing

exceptional customer service regard-less of what new regulations come our way—and I’m pleased to share that our team does a phenomenal job accomplishing that goal.

Karen BrassfieldChief Banking OfficerSilvergate BankMuch of the new regulation is focused on consumers, not businesses. Silver-gate Bank will continue to service our

business customers with no significant change. Our focus, as always, will be on serving our customers with innovative products and services and a high level of personal service. In the banks that are largely consumer-focused, more regula-tion will bring new disclosures and more transparency about fees being charged.

3

Supplement Facts

Associate PublisherBob Baranski

Supplements EditorPatti Anderson

Account ExectiveKorey Castillo

Account ExecutiveKendahl Stein

ProductionRich Babiarz

San Diego Business Journal4909 Murphy Canyon Road

Suite 200San Diego, CA 92123

Phone 858.277.6359

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Web site www.sdbj.com Member FDIC © 2013 California Bank & Trust

calbanktrust.com/sandiego2011/2012/2013 UT San Diego’s Reader Poll

Thank you San Diego. As bankers, we take pleasure in creating working relationships that last for years.

Our city deserves only the best. We work hard because you’re working hard — the best bank helping the best businesses.

After all, this is California and this is California Banking.

Call 1-800-CALIFORNIA (1-800-225-4367) to reach your local CB&T banker.

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Q & A Roundtable

continued from page A18


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Punit DhillonOncoSec Medical Incorporated

Melinda DicharryParadigm Mechanical Corp.

Darrah DiGiorgio JohnsonPlanned Parenthood of the Pacific Southwest, Inc.

Ozzie DivinereForwardMetrics Corporation

Laurie Edwards-Tate, MSAt Your Home Familycare

Hossein EslambolchiCyberFlow Analytics

Sean FerrelManaged Solution

Annie FinchKatherine Cosmetics

Leslie FishlockGeek Girl

Brandon FishmanInternet Marketing Inc.

Justin FortierFYC Labs

Raj GantiSpectracore Technologies Inc.

Greg GarrabrantsBofI Federal Bank

David GilbertNational Funding

Cindy Gompper-Graves South County Economic Development Council

Lee GoodmanJerome’s Furniture

Stephan GossZeeto Media

Scott GoudeseuneThe American Council on Exercise

Georgia GriffithsG2 Software Systems, Inc.

Kai HankinsonQuestPoint, LLC

Trevor HansenEPMG

Lars HelgesonGreenRope

Scott HerronMaintenanceNet Inc.

Elliot HirshmanSan Diego State University

Nigel HookDataskill, Inc.

Linde HotchkissWillis Insurance Service of California, Inc.

Jason HughesHughes Marino, Inc.

Phil JemmetBreakwater Equity Partners

Ross JurewitzJurewitz Law Group

Thad KahlowBusinessOnline

Kris KibakThe Control Group Media Company, Inc.

Les KollegianJacob Tyler

Danna KornSonic Boom Wellness

Jason KulpaUnderground Elephant, Inc.

Kevin LandryNew Horizons Computer Learning Centers of Southern California

Brook LariosPlainClarity Communications

Mark LaskaGreat Ecology

Casey LeBlancNew Venture Escrow

Brad LeeBreg, Inc.

Bob LeoneMRC Smart Technology Solutions, A Xerox Company

Gary LevineGallagher Levine

Kevin LustigAssay Depot

Ray MajorHalo Business Intelligence

Jim MatteoBird Rock Systems, Inc.

Damian McKinneyMcKinney Advisory Group

Ash MehtaPatientClick Inc.

Marc MenkinWhere You Want To Be Tours

Keith MichaelGTC Systems, Inc.

Chance MimsAcademy Securities Inc.

John MorrellHiggs Fletcher & Mack LLP

Laura MustariHome Start, Inc.

Dylan NattercentrexIT

Todd NelsonTonbo Biosciences

David OatesStalwart Communications

Mike O’BrienMingle, LLC

John Ohanian2-1-1 San Diego

Melanie PalmArt of Skin MD

Shawn ParrBulldog Drummond

Gary Petersongap intelligence

Sanjiv PrabhakaranBytes, Inc.

Sheryl ReichertBBB San Diego & Imperial Counties

Chad RobleyMindgruve

Nathan RoggeBank of Southern California, N.A.

Jorge Ruiz de CastillaThe Chip Merchant

Robert SchererTAG

Mark SchulzeCrystal Pyramid Productions

Daniel ShepherdTitan SEO, Inc.

Chris ShimojimaProvide Commerce, Inc.

Ryan ShortillPositive Adventures, LLC

Jamie Lynn SiglerJ Public Relations

Brendan SmithMotive Interactive

Darren SolomonKid Ventures

John SommatinoWombo Incorporated

Erin SpiewakMonarch School Project

Daniel C. SteenersonDisability Insurance Services

Teresa StiversWalden Family Services

Steve StoloffVAVi, Inc.

Daniel SullivanSullivan Solar Power

Stuart TanzROIC

Robin ToftSanford Rose Associates - Toft Group

Tonya TorosianPromises2Kids

Glenn TorrezPRAVA Construction Services, Inc.

Wendy Urushima-ConnAsian Business Association, San Diego

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Michelle WeinsteinFITzee Foods

Gary WeitzmanSan Diego Humane Society and SPCA

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Christopher YanovReality Changers

Most Admired CEO 2013 Finalists

You may order tickets online at: http://www.sdbj.com/bizevents/Ticket price includes a 26-week subscription to the San Diego Business Journal ($15.00 allocated to the subscription). Current subscribers may gift their 26-week subscription to a colleague.

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The recession and slow recovery have taught us that change is the new constant for business. As 2014 approaches and Silvergate Bank looks at its business strategy and its customers’ evolving business needs, we are sure of just one thing—uncertainty.

Will interest rates rise or will they stay low? How will the Affordable Care Act impact us and our business customers? What about regulation? How will the digital world and chang-ing demographics change the way we do business? Should we plan for growth or dig in and protect earnings and capital?

Without a crystal ball, only time will provide the answers to these tough questions. However, at the core of Silvergate Bank’s success over the past 25 years is its focus on innovation and ability to be nimble to proactively support our customers and their businesses as new market impacts occur.

A recent banking conference I attended focused on how innovation happens and what it takes to truly innovate for your customers. What I came away with is this: if you are doing business in these uncertain times, innovation may be the key to your success.

If interest rates go up (and Silvergate Bank believes they will, the question is when), have you considered how this will impact your business? Do you view higher interest rates as a negative event or a new opportunity? Truly innovative people invest more time and effort into strategizing how to make change an opportunity.

From your customers’ perspective, if interest rates rise, have you considered whether you need to change the way you deliver your products to your customers? Do you need to re-evaluate your pricing practices? Do you engage your vendors as a resource to help you with this innovation?

Where your operations are concerned, how will higher interest rates affect your cost basis for the capital you need to borrow to grow your business? Are there innovative things you can do internally to manage costs and cash flow while still delivering on your company’s mission?

A company’s bank is one of its most important relationships. Better stated, a company’s bank should be one of its most important assets. Unfortunately, the number of San Diego banks serving the business community has declined markedly. With fewer financial partners to choose from at a time when innovation is more important than ever, here are a few things you should ask relative to your bank:

• Is your bank ready to assist you with innovation and change? Perhaps you want to process your receivables in a new way, or perhaps you would like your bank to act as an advisor, consulting with you about the financial foundation of your business.

• Does your banker sit down with you to understand your changing needs and then proactively problem solve so you have the support you need?

• Does your bank understand your unique needs and have the ability to customize products and services to help you succeed? Or does your bank promote pre-packaged, pricey products you do not need?

• Does your bank offer a competitive earnings credit rate to help keep your banking costs low? Does your banker take the time to show you how the earnings credit rate you have positively or negatively impacts your cost of doing business?

• Does your bank provide you with convenient and free banking options such as remote deposit from your office, mobile small business banking, easy online banking, customized reporting and lockbox services?

• Has your dialogue with you banker developed into a business friendship?

At Silvergate Bank our relationship with our customers drives our focus on innovation. Despite increasing regulation, we continually look for new ways to serve our customers with products and services that support their business and help them grow. Count on us to continue to make substantial investments in digital technology and innovative practices, yet deliver a banking experience the old fashioned way—with a focus on our relationship with you that will continue no matter how uncertain times become.

Submitted by Silvergate BankBy Karen Brassfield, Chief Banking Officer, Silvergate Bank

About Silvergate BankSilvergate Bank is a San Diego-based bank that specializes in meeting the needs of small businesses through a comprehensive offering of lending products and personalized banking services. Silvergate Bank opened in 1988 and is a subsidiary of Silvergate Capital Corporation. Bank branches are located in Carlsbad,

Escondido, La Jolla, La Mesa, and Lancaster. Silvergate Bank’s headquarters office is located at 4275 Executive Square, Suite 800, La Jolla, CA 92037. The Bank’s website is www.silvergatebank.com.

Silvergate Bank Leads with Innovation Through Uncertain Times

www.silvergate.comLa Jolla, La Mesa, Carlsbad, Escondido and Lancaster.

Member FDIC

858.362.6300

At Silvergate Bank, we know growing your business means you need customized banking solutions from a trusted banking partner. That’s why we’ve redefined the banking experience to be fresh, approachable and innovative.

Count on Silvergate Bank for:

– Creative, competitive products and services– Personal one-on-one attention– Experienced small business banking experts– Convenient deposits from your office with Office Deposit– Resources and capital to serve your business over time– Fast local decision-making

Business Banking, Redefined.

YOU’RE INNOVATIVEAND SO ARE WE.


Grow your business, not your expenses.With a Wells Fargo Business Services®

Package you can simplify your business fi nances, and now you can save money too. For a limited time, you can receive discounts on accounts and services that help you manage your business fi nances — from checking accounts, business credit cards and lines of credit to merchant services and payroll services. As part of our ongoing small business commitment, Wells Fargo has loaned more money to small businesses than any other bank for more than a decade.* Talk to a Wells Fargo banker today to learn more. Because when people talk, great things happen.

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* Community Reinvestment Act (CRA) government data — 2002 – 2012.All credit decisions subject to approval.© 2013 Wells Fargo Bank, N.A. All rights reserved. Member FDIC. (1149925_10576)

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